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xi | |
Preface |
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xiii | |
Acknowledgements |
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xv | |
Introduction |
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1 | (4) |
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Part 1 Creating the environment for change |
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5 | (68) |
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1 What are the challenges? |
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7 | (9) |
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Why is effectiveness so important? |
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7 | (2) |
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The relationship between efficiency and effectiveness |
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9 | (2) |
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11 | (1) |
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What is a successful outcome? |
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12 | (3) |
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15 | (1) |
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2 Leadership and creating a culture of effectiveness |
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16 | (23) |
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16 | (1) |
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The changing role of leaders |
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17 | (2) |
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19 | (2) |
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21 | (2) |
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23 | (2) |
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25 | (1) |
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26 | (2) |
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28 | (1) |
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Supporting people and trusting them |
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28 | (2) |
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30 | (3) |
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33 | (3) |
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Creating capacity and diversity |
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36 | (2) |
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38 | (1) |
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3 The skills of leadership |
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39 | (15) |
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Dealing with uncertainty and managing risks |
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39 | (3) |
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42 | (2) |
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Managing relationships and handling conflict |
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44 | (3) |
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Creating resilience and managing pressure |
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47 | (3) |
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Setting direction and standards |
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50 | (3) |
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53 | (1) |
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54 | (19) |
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Establishing the what's it for? And keeping that in mind |
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54 | (4) |
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58 | (1) |
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Communication and influence |
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59 | (3) |
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62 | (5) |
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What is effective thinking? |
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67 | (4) |
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71 | (2) |
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Part 2 Approaches for making it happen |
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73 | (134) |
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5 Creating supportive structures |
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75 | (10) |
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Simplicity and complexity |
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75 | (2) |
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77 | (4) |
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81 | (2) |
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Processes that work against effectiveness |
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83 | (1) |
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84 | (1) |
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6 Effectiveness and planning for change |
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85 | (9) |
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What do we mean by planning? |
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86 | (1) |
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What kind of change are you planning? |
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87 | (2) |
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89 | (1) |
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90 | (3) |
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93 | (1) |
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7 Stakeholders and change |
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94 | (13) |
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94 | (1) |
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95 | (1) |
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Stakeholder matrix analysis |
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96 | (5) |
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101 | (2) |
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101 | (1) |
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102 | (1) |
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103 | (1) |
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103 | (1) |
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104 | (1) |
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Stakeholder engagement as a process |
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105 | (1) |
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106 | (1) |
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8 Capacity and capability for change |
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107 | (11) |
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107 | (1) |
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108 | (1) |
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Identifying opportunities to create capacity |
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109 | (4) |
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113 | (4) |
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117 | (1) |
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118 | (12) |
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119 | (2) |
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121 | (3) |
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121 | (3) |
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124 | (1) |
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124 | (1) |
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125 | (1) |
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125 | (1) |
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126 | (1) |
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126 | (1) |
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Theory of Change case study |
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127 | (2) |
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129 | (1) |
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10 Measuring performance: the performance framework |
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130 | (14) |
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130 | (1) |
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The performance framework |
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131 | (3) |
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132 | (1) |
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132 | (1) |
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133 | (1) |
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133 | (1) |
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134 | (1) |
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Perspectives in the performance framework |
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134 | (1) |
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135 | (2) |
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135 | (1) |
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136 | (1) |
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136 | (1) |
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137 | (1) |
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137 | (1) |
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Management and leadership perspective |
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137 | (5) |
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138 | (1) |
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138 | (1) |
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139 | (2) |
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141 | (1) |
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141 | (1) |
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142 | (1) |
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142 | (1) |
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142 | (1) |
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142 | (1) |
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143 | (1) |
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143 | (1) |
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143 | (1) |
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11 Linking measurement to strategy |
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144 | (13) |
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The performance management cycle |
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147 | (1) |
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148 | (1) |
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149 | (3) |
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152 | (4) |
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156 | (1) |
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12 How to measure performance |
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157 | (11) |
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Is a measurement going to achieve what you want? |
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157 | (3) |
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Are there unintended consequences? |
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158 | (1) |
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Can you measure in a consistent way? |
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158 | (1) |
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Can you establish cause and effect? |
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159 | (1) |
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Can you create a useful measure without making it too complex? |
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160 | (1) |
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160 | (1) |
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How often do you need to measure? |
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160 | (1) |
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The performance measure record sheet |
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160 | (4) |
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164 | (2) |
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166 | (1) |
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167 | (1) |
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168 | (19) |
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168 | (1) |
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The performance planning value chain |
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169 | (2) |
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171 | (1) |
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171 | (1) |
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172 | (5) |
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Models and the use of models |
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177 | (2) |
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179 | (1) |
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What makes a performance measurement system successful? |
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180 | (2) |
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182 | (3) |
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Encouraging people to take risks |
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185 | (1) |
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186 | (1) |
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187 | (20) |
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Background to governance of change and projects |
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188 | (1) |
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188 | (2) |
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190 | (1) |
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191 | (5) |
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Planning -- from concept to business case approval |
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191 | (2) |
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Change execution -- from approval to operation |
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193 | (1) |
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193 | (3) |
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A word about evaluating success |
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196 | (1) |
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Governance of business as usual |
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197 | (3) |
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200 | (2) |
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Superintendent level responsibilities and focus |
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202 | (1) |
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Chief Inspector level responsibilities and focus |
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202 | (1) |
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Inspector-level responsibilities and focus |
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203 | (1) |
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Sergeants level responsibilities and focus |
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203 | (1) |
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Constable-level responsibilities and focus |
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203 | (1) |
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203 | (3) |
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206 | (1) |
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Part 3 Bringing it all together |
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207 | |
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15 Four pillars of effectiveness |
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209 | (19) |
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Pillar One Infrastructure |
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210 | (3) |
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213 | (4) |
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Pillar Three Innovation and Risk |
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217 | (5) |
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217 | (2) |
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219 | (1) |
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220 | (2) |
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222 | (1) |
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Pillar Four Right Tools Used in the Right Way |
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222 | (4) |
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223 | (2) |
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225 | (1) |
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The Foundation: Changing the thinking |
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226 | (2) |
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228 | |
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Culture and associated systems and processes hold people back |
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228 | (1) |
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Training and professional development is essential |
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229 | (1) |
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Willingness to take advice and trust and respect others |
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229 | (1) |
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Policy makers and those who implement policy must work well together |
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229 | (1) |
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Decentralise where you can and allow people to get on with it |
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230 | (1) |
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Remove structures and processes that force short-term thinking and action |
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230 | (1) |
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Encourage cross-departmental and cross-sector working |
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230 | |